Dyadic leadership theories suggest that leadership is a socially constructed process, which occurs over time, through a series of exchanges with followers. The nature of the exchanges between a leader and specific followers, along with many other factors, account for why leaders form stronger relationships with some followers and weaker relationships with others. In this Discussion, you will consider how two dyadic leadership theories, leader-member exchange (LMX) theory and social identity theory, account for a weak relationship that you, or your co-worker, had with a leader. You will also consider how these theories can be applied to improve leader-follower relationships.
- Read Chapter 7 in the Northouse text and the articles on social identity and LMX theories of leadership.
- Consider how social identity and LMX theories account for the relationships between leaders and followers. In addition, identify antecedents and outcomes of strong and weak leader-follower relationships.
- Reflect on a weak relationship that you, or a co-worker, had with a leader. Consider how the relationship affected you or your co-worker’s motivation, morale, and work performance.
- Think about how social identity theory or LMX theory could have been applied to improve your or your co-worker’s relationship with the leader.
By Day 3
Post a response to the following:
Briefly describe a weak relationship you, or a co-worker, had with a leader. Be sure to use pseudonyms to protect the identities of those you discuss. Explain why the relationship was weak and how it affected you or your co-worker’s motivation, morale, and work performance. Finally, using social identity theory or LMX theory, explain how the leader could have improved the relationship. Use specific examples to support your response.
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